Business Analysis for Organisational Change Training Course

Participants can identify stakeholders and plan proportionate engagement for a change initiative.

• Stakeholder maps segment sponsors, users, influencers, opponents and external parties
• Power-interest grids determine engagement priority and sponsorship interventions
• Stakeholder interviews elicit concerns, needs, incentives and acceptance conditions
• Persona profiles capture distinct user goals, pain points and contexts
• RACI matrices assign accountable decisions, consultation routes and communication ownership
• Resistance patterns diagnosed through interests, losses, uncertainties and trust

Participants can model current operations, establish performance baselines and identify root causes.

• SIPOC diagrams establish process boundaries, suppliers, inputs, outputs and customers
• Current-state process maps expose handoffs, rework, queues and control failures
• BPMN 2.0 models distinguish tasks, gateways, events and exception paths
• Root-cause analysis combines Five Whys, fishbone diagrams and evidence checks
• Baseline measures quantify cycle time, error rates, volumes and costs
• Pain-point prioritisation applies frequency, severity, risk and strategic relevance

Participants can elicit, document, prioritise and trace business requirements for change.

• Business requirements separate desired outcomes from proposed features and solutions
• Requirements workshops structure elicitation around scenarios, rules and exceptions
• User stories specify actors, needs, value and acceptance criteria
• Use cases document normal flows, alternate paths and preconditions
• MoSCoW prioritisation distinguishes must-have, should-have, could-have and excluded requirements
• Requirements traceability links objectives, needs, processes, tests and benefits

Participants can design future processes and operating requirements that address identified gaps.

• Future-state design principles balance customer value, control, cost and feasibility
• To-be process maps remove non-value work and redesign decision points
• Service blueprints connect customer actions, frontstage work and supporting processes
• Control design specifies approvals, segregation, audit trails and exception handling
• Data requirements define ownership, quality rules, retention and reporting needs
• Gap analysis compares current capabilities against target operating requirements

Participants can assess alternative change approaches and present a justified recommendation.

• Options analysis develops credible alternatives, including process, technology and policy changes
• Weighted decision matrices assess options against agreed evaluation criteria
• Cost-benefit analysis distinguishes cash costs, non-cash impacts and benefit timing
• Risk registers assess likelihood, impact, owners, responses and residual exposure
• SWOT analysis tests internal capabilities against external opportunities and threats
• Recommendation papers state the preferred option, rationale, assumptions and approvals

Participants can assess change impacts, readiness gaps and actions needed for adoption.

• Change impact assessments identify role, process, technology, policy and location changes
• ADKAR assessments diagnose awareness, desire, knowledge, ability and reinforcement needs
• Readiness criteria assess leadership alignment, capacity, skills, communications and resources
• Training needs analysis links changed tasks to competence and learning methods
• Resistance management plans address stakeholder losses, rumours, workload and confidence
• Change network design defines champions, local feedback routes and escalation paths

Participants can construct a business case and plan how benefits will be measured and sustained.

• Benefits maps link deliverables, capability changes, outcomes and strategic objectives
• Benefit profiles define owners, measures, baselines, targets and realisation dates
• Business cases combine strategic rationale, costs, risks, options and recommendations
• Financial appraisal applies payback period, NPV and sensitivity analysis
• Non-financial benefits specify service quality, compliance, resilience and employee outcomes
• Benefits realisation plans establish review cadence, evidence sources and corrective actions

Participants can establish governance and sequence implementation activities for controlled delivery.

• Governance structures define sponsor, steering group, product owner and analyst accountabilities
• Decision logs record choices, rationale, authorities, dates and follow-up actions
• Requirements change control evaluates impact on scope, cost, risk and benefits
• Implementation roadmaps sequence workstreams, dependencies, milestones, releases and transition activities
• RAID logs consolidate risks, assumptions, issues and dependency management
• Stage-gate reviews test readiness before pilot, rollout and benefits tracking

Participants can plan communications, monitor adoption and apply course methods to a live change.

• Change communication plans match messages, channels, timing, senders and feedback mechanisms
• Kotter's eight steps position urgency, coalition, vision and sustained change
• Pilot evaluation criteria assess adoption, defects, service performance and unintended effects
• Adoption dashboards combine usage data, proficiency measures, sentiment and issue trends
• Post-implementation reviews compare realised outcomes with baselines, targets and assumptions
• Personal application plans identify a live change, stakeholders, analyses and next actions